company Brain Technologies. CEO of Milkinside - A product design agency in San Francisco 25+ years of experience leading product, UI and UX design across web, mobile, and TV ecosystems. As Director of Product Design, has driven the creation of entirely new experiences for Google, OPPO, Apple, Xiaomi, Mitsubishi, Huawei, Samsung, Airbus and others. Gleb Kuznetsov San Francisco, California
2010 (Tesla Model S) 7 Years Time to Launch 2025 (Xiaomi SU7) 18 Months Time to Launch "50-year advantage is now a 50-year liability." 50ͷڧΈɺ͍·50ͷ͔ͤͩɻ
Mortality, Pure Potential Young Growth Rapid Scale, "Teenage" Risks Mature Growth Peak Performance, Mature Stable Middle Age, Slowing Declining Loss of Relevance Tech companies age in dog years. A 20-year tech company is ancient. 1-3 3-6 5-7 7-15 15-20 اۀͷϥΠϑαΠΫϧ
Acting Your Age 1. Young Acting Old Premature optimization, heavy bureaucracy, and fear of failure before you've even started. Example: Startups adopting lifetime employment too early. 2. Old Acting Young Desperate pivots, "innovation theater," and fake agility. Trying to wear a hoodie when you're a suit. Example: Toshiba's failed attempts to become a tech startup. ࠷ةݥͳ͜ͱɿ૬ԠʹৼΔΘͳ͍͜ͱ
ܗ֎Պҩ Design leaders are not just "creatives." We are surgeons. We must know when to operate (rejuvenate) and when to stop (preserve). "The goal is not to make a 50-year-old company look 20. It is to make it the best version of itself at 50." The Surgical Process: Diagnose, De fi ne, Operate
Leadership Stage 1: Startup 01 The Visionary "Visionary" Design IS the story. Creating the DNA from nothing. Focus: Narrative & Identity Stage 2: Growth 02 The Builder "Builder" Design builds systems. Scaling from 1 to 1 million. Focus: Systems & Ops Stage 3: Mature 03 The Defender "Defender" Design defends the moat. Refining the experience. Focus: Loyalty & Polish Stage 4: Declining 04 The Surgeon "The Plastic Surgeon" Radical rejuvenation. Knowing when to operate. Focus: Survival & Rebirth "In compressed life cycles, the same design leader might need to play all four roles in a single career." ελʔτΞοϓ άϩʔε ख़ ਰୀ
The Visionary At this stage, there is no "Design Department." The founder is the Chief Design Officer. Design is not a wrapper; it is the product itself. Design Role DNA & Storytelling Japan Mercari Designed a frictionless culture of exchange in a society that traditionally valued newness. Design built the trust mechanism. Airbnb Brian Chesky (Designer/Founder) didn't just build an app; he designed "Belonging." Every pixel served the core vision. Global
The Builder The vision is proven. Now, chaos ensues. Design must shift from "Magic" to "Mechanics." It's about building the machine that builds the product. Design Role Scalable Systems Japan Rakuten Moved from a simple shop to a massive Ecosystem. Design unified points, travel, and banking into one "Rakuten Economic Zone." Tesla Moved from the Roadster (Art) to the Model 3 (Industry). Design became about the Gigafactory optimizing the production of innovation. Global
σΟϑΣϯυϑΣʔζ The Defender You have won. Now you have everything to lose. Design shifts from "New" to "Better." The goal is to protect the premium and the margin. Design Role The Moat (Brand Protection) Japan Toyota Kaizen (Continuous Improvement). Design is about refining the process to eliminate waste and ensure absolute reliability. Apple The Walled Garden. Design is about integration. Every device locks you deeper into the ecosystem. It's a defensive masterpiece. Global
The Patient The soul is fading. The company is trading on past glory. Design is used as a mask to hide the aging infrastructure. This is the "Botox" phase. Design Role Cosmetic (The Mask) Japan Toshiba The Conglomerate Trap. Lost focus on the core product. Design became about packaging disparate assets rather than creating value. General Motors (Pre-2008) Badge Engineering. The same car with four different logos. Design was purely cosmetic, hiding the lack of structural innovation. Global
The Plastic Surgeon The company is dying. It needs radical intervention. Design is not about "pretty." It is about Reconstructive Surgery. You must cut the dead tissue to save the patient. Design Role Reinvention (New Soul) Japan Hitachi Shifted from a hardware giant to a Social Innovation company (Lumada). Design re-architected the entire business model around data. Microsoft Satya Nadella didn't just update Windows. He performed a Heart Transplant. He shifted the soul from "Desktop Defender" to "Cloud Visionary." Global
2014 $300B Market Cap Defending the wrong patient (Windows) while the world moved to the Cloud. ↓ Cloud Visionary 2025 $3T Market Cap Satya Nadella. He didn't update Windows. He performed a heart trantansplant Diagnosis
Pontiac, Saturn, Saab Mary Barra killed the brands to save the company. She bet the farm on the Ultium platform. Identity Crisis ↓ Innovation by Subtraction $79 billion. "She didn't add. She subtracted everything that wasn't essential." Diagnosis (2014) "Badge Engineering." Too many brands (Pontiac, Saturn, Saab) with no soul. $55 billion
Cell Therapy) Sony The Digital Soul Sensing, Entertainment, Software, AI. "We know how to move hearts." + Honda The Mechanical Body Safety, Dynamics, Manufacturing Scale. "We know how to move bodies." ↓ AFEELA A New Species of Mobility Not a car with a PlayStation inside. A moving entertainment space built on safety. Why "Stem Cell"? They didn't try to fix Honda's culture from the inside. They extracted the best DNA from both giants and grew a new organism outside the corporate immune system.
Old Way The Maker Focus on Crafting Pixels. Linear process. Hands-on production. Value = Quality of Output. ↓ The New Way The Orchestrator Focus on Defining Intent. Parallel process (AI Agents). System logic. Value = Quality of Direction. The Reality "AI commoditizes the making. The scarcity shifts to the vision and the governance of the system."
AI࣌ͷϑϨʔϜϫʔΫ 01 Clear Guardrails Speed without brakes is a crash. We must de fi ne strict boundaries on data privacy, IP protection, and brand safety before we accelerate. Rule: No Private Data in Public Models 02 Human Judgment AI is the engine, not the driver. We use the "Sandwich Model": Human intent starts the process, AI generates options, and Human judgment selects the outcome. Rule: Curation > Creation 03 Ethical Principles Trust is our currency. We must be transparent about when AI is used and rigorously test for bias. If we lose trust, we lose the customer. Rule: Transparency is Mandatory Responsible Speed = Innovation + Integrity
Lean Startup Speed, Iteration, MVP. "Move Fast and Break Things." + Japan Monozukuri Craftsmanship, Perfection, Trust. "Make Things with Soul." = Lean Monozukuri Move Fast and Build Things Right. Not MVP (Minimum Viable Product), but MQP (Minimum Quality Product). Orchestrating Speed + Quality Why MQP? In Japan, a broken MVP destroys trust forever. You must iterate on value, not on quality. ϦʔϯɾϞϊͮ͘Γ
'No' Audit Flip the burden of proof. Make "No" expensive. Require a 2-page memo to stop an idea, but only 1 page to start it. 02 The Dejima Strategy ग़ౡઓུ (Dejima Strategy) Create an island. Separate the innovation team from the corporate immune system (like Sony Honda Mobility). 03 Singular Mission Align on ONE metric. Confusion kills speed. If you have 10 KPIs, you have zero strategy.
Prototyping Never bring a text deck to a decision meeting. Show the prototype. It forces stakeholders to react to reality, not theory. 05 Customer Advisory Boards Use external customer validation to overrule internal opinions. "The customer wants this" beats "I think this." 06 Time-Boxed Decisions Implement a "disagree and commit" deadline. If consensus isn't reached by X date, the decision maker decides. 07 The "Two-Pizza" Rule Keep decision-making teams small enough to be fed by two pizzas (Amazon). Large committees kill innovation.
ະདྷɿགྷΔڊਓ ৬ਓͷࠢ Soul of an Artisan Uncompromising quality. Monozukuri craftsmanship. ڊਓͷମ Body of a Giant Global scale. Massive distribution. Capital resources. εύίϯͷ಄ Brain of a Supercomputer AI-driven insights. Real-time adaptation. Data velocity.
01 Don't Botox a Broken Bone Stop asking for "Design Thinking" workshops when you need structural business model innovation. Diagnose the stage correctly. 02 Create "Safe Zones" The corporate immune system will kill new DNA. Build separate entities (like Sony Honda Mobility) for radical innovation. 03 Adopt "Lean Monozukuri" Move from MVP (Minimum Viable Product) to MQP (Minimum Quality Product). Speed without sacrificing trust. 04 Orchestrate, Don't Manage In the AI era, your role is not to manage headcount but to orchestrate systems. Shift from "How many people?" to "What is the logic?" 05 Protect the Soul Innovation is not about changing everything. It's about changing the Form while protecting the Identity.
ઓज़తస 01 Stop Polishing Pebbles Don't obsess over pixel-perfect UI when the business model is broken. Apply your design skills to the organization, not just the product. 02 Learn the Language of Business Stop talking about "Empathy" and "Delight." Start talking about "Risk Mitigation," "Time to Market," and "Customer Lifetime Value." 03 Be the Translator You are the only one who speaks Engineering, Business, and User. Your value is in synthesis, not just creation. 04 Design the System, Not the Screen Shift from crafting individual artefacts to orchestrating AI agents and design systems. Scale your impact, not your hours. 05 Be the Guardian of Soul When metrics demand optimization, you must defend the humanity of the brand. That is the one thing AI cannot generate.
the speed of complexity without losing what makes us, us? ✓ Diagnose the Stage Stop applying startup rules to mature giants. Use the Plastic Surgeon's Toolkit to intervene surgically. ✓ Orchestrate the System Shift from making pixels to Orchestrating AI. Build the logic, not just the surface. ✓ Protect the Core Use Lean Monozukuri to move fast on the form, while standing still on the values. ֩ΛकΕ γεςϜΛ౷੍ͤΑ ஈ֊ΛݟۃΊΑ
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